Ghislaine Caulat

MA, MSc, DProf

Ghislaine has over 15 years of consulting experience across industries and continents. Having also worked for many years as a manager at Daimler and Beiersdorf, she has a good understanding of what it takes to lead and manage in complex multinational organisations.

Ghislaine often works at the intersection of leadership, strategy and change and helps leaders to make strategies happen. Over the last 12 years she has led and/or contributed to major change and development projects for global organisations in the automotive, engineering, telecommunication and pharmaceutical industries as well as for global organisations in the public sector.

She has been researching in the field of virtual leadership since 2003; she specialises in helping teams to become high performing virtual teams and leaders to lead effectively remotely. Ghislaine has developed specific and innovative approaches to leading and learning virtually, which have been implemented by some of her clients with very convincing results.  In the meantime Ghislaine has worked with over 26 global organisations and has trained and coached over 900 leaders from all continents in the field of virtual collaboration and virtual leadership.  She has also trained over 100 consultants to become facilitators of Virtual Action Learning.

Ghislaine Caulat

Publications

Virtual Leadership: Learning to lead differently

Caulat, G. (2012) Virtual Leadership: Learning to lead differently, Libri Publishing, March

Virtual Action Learning: A New Genre for Powerful Learning

Caulat, G. (2011) Virtual Action Learning: A New Genre for Powerful Learning, in Voller, S., Blass, E. and Culpin, V. (eds) , The Future of Learning: Insights and Innovations from Executive Development, Basingstoke, Palgrave Macmillan, pp. 72 - 87

Se med nye øjne på virtuel ledelse

Ghislaine discusses the main aspects of virtual work and what leaders should be aware of when management takes place in cyberspace.

Read the article on the Lederne website here.

Caulat, G. (2010) Se med nye øjne på virtuel ledelse, Ledelse i Dag, 8 September

Rising from the ashes - a new way of learning and working

Caulat, G. & O'Brien, D. (2010) Rising from the ashes - a new way of learning and working, Converse, Issue 7, pp. 9 - 11

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Virtual leadership requires a systemic change of mindset

Working and leading virtually is not only about getting ready to work with the digital natives (the younger generation who grew up with Facebook and SMS), it is also about developing a key strategic asset right now. This article discusses her work with Alfa Laval.

Caulat, G. (2010) Virtual leadership requires a systemic change of mindset, HR Magazine, January

Another snow day or business as usual?

How virtual learning can mean business can continue even if weather conditions are extreme

Caulat, G. (2010) Another snow day or business as usual?, Personnel Today, January

The Virtual Strategy Process for Alfa Laval

How Ashridge partnered with long-standing client Alfa Laval on their strategy development process and brought about added value and innovation through its expertise in virtual working processes.

Malmgren, M. & Caulat, G. (2009) The Virtual Strategy Process for Alfa Laval, Ashridge

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Partnership in Learning & Development

This paper describes the development and delivery of a virtual strategy development process that delivered tangible and substantial business benefits for Alfa Laval, reduced the potential environmental impact by 90 tonnes of CO2, and at a substantially lower costs than traditional strategy development initiatives.

Malmgren, M. & Caulat, G. (2009) Partnership in Learning & Development, Ashridge Business School and Alfa Laval, The Virtual Strategy Development Process at Alfa Laval, submission paper for the EFMD Excellence in Practice Award 2009

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Virtuele intercollegiale consultatie

Caulat, G. & de Haan, E. (2006) Virtuele intercollegiale consultatie, [Virtual peer consultation] Chapter in revised 3rd edition of Leren met collega's

Virtual Peer Consultation: How Virtual Leaders Learn

Virtual Peer Consultation is an exciting and growing field that offers a truly innovative way of learning, leading to different learning experiences and outcomes. Its development has been spurred by a wide range of global and societal trends, such as increasing globalisation of organisations, travelling cost containment, security concerns, not to mention a growing emphasis on environmentally sustainable business practices. As a result, there is a fast-growing need to organise development on a virtual platform.

Caulat, G. & de Haan, E. (2006) Virtual Peer Consultation: How Virtual Leaders Learn, Organisations & People, Vol. 13, No. 4, pp. 24 - 32, November

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Virtual Leadership

In today's global economy, virtual teams are a fact of life. Drawing on three years research, Ghislaine Caulat examines the skills, competencies and techniques needed by managers to lead teams successfully in a virtual environment.

Caulat, G. (2006) Virtual Leadership, 360° The Ashridge Journal, Autumn, pp. 6 - 11

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How do virtual leaders learn?

de Haan, E. & Caulat, G. (2006) How do virtual leaders learn?, Submitted to Harvard Business Review, also published in Dutch as a new chapter in 3rd edition of Learning with Colleagues.

Creating Trust and Intimacy in the Virtual World

Ghislaine Caulat shares the results of her inquiry in to how to create the best possible audio working environments for global businesses. Following two years of research about virtual work, this first article focuses on the audio environment as a key communication channel within the virtual working environment.

Caulat, G. (2006) Creating Trust and Intimacy in the Virual World, Converse, pp.8-10, April

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